Global Mindset Competency Flashcards
Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time.
Common law
Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws.
Rule of law
Legal system based on written codes (laws, rules, or regulations).
Civil law
Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.
Jurisdiction
Societies in which relationships have less history; individuals know each other less well and don’t share a common database of experience, so communication must be very explicit.
Low-context cultures
Concept that laws are enforced only through accepted, codified procedures.
Due process
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.
Cultural intelligence
Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group, which give rise to the group’s sense of identity.
Culture
Ability to take an international perspective, inclusive of other cultures’ views.
Global mindset
Societies or groups characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders.
High-context cultures
HR has four powerful tools at its disposal that can be valuable strategies for creating a global mindset and enhancing the multicultural awareness of leaders and senior managers.
The 4 Ts (travel, teams, training, and transfers).
Can help managers and employees gain experience
Can help expand awareness and appreciation of different places and cultures
Can increase managers’ and employees’ visibility within organization
Can result in culture shock
Can be time-consuming
Travel
Can be a highly effective way to help employees develop cross-cultural management skills when they work on culturally diverse and/or international teams
Teams
Can broaden employees’ global and cultural awareness
Can challenge ethnocentric definitions and cultural norms
Can present challenges: must be relevant, must focus on cultural congruence and differentiation, must take into consideration participants’ diversity profiles
Training
Can have a strong and lasting impact on individuals’ relationship development and cross-cultural management skills
Can help develop new, transferable skills and competencies through cultural immersion
Transfers
These include a culture’s obvious features, such as its food, dress, architecture, humor, and music. For example, Texas may elicit images of cowboy hats and boots, barbecue, and country music, while Tuscany conjures images of cathedrals, pasta, and wine. An organization may be distinguished by its clothing choices (for example, suits and ties versus hoodies and jeans) or physical design (for example, beige cubicles or an “open office” with designated collaborative spaces). One of the artifacts of an organizational culture might be its climate.
Artifacts and products
Less immediately obvious are a culture’s shared and stated sense of acceptable behaviors—what is right and wrong. These may be a country’s rules and regulations or a company’s mission statement and code of conduct.
Norms and values
These are the culture’s core beliefs about how the world is and ought to be. They may be unspoken, and members may not even be consciously aware of them. Even cultures with similar norms and values may have significantly different basic assumptions. Terms such as “success,” “freedom,” or “doing good” may carry very different meanings for each culture, and failure to perceive such differences is often at the root of cross-cultural miscommunication and conflicts.
Basic assumptions
